a business capability is an integrated set of resources designed to work together to achieve a particular result. A capability is always made up of one or more business functions, business processes, organizational units, know-how assets, information assets and technology assets. ″For example, to have the capability to Fabricate Metal Parts, an organization must have the necessary machines (technology assets), the knowledge of how to operate them (know-how assets), the specific sequence of activities needed to fabricate the parts (process), the drawings of the parts to be fabricated (information assets), and the teams of people (organizational units) specializing in the various types of fabrication required to make the parts (business functions)″. According to these authors, some capabilities also include one or more brands or natural resource deposits. Indeed, ″the Coca-Cola Company could not sell 1.9 billion servings a day in more than 200 countries were it not for the power of its brands″. In turn, for a farmer to be able to Produce Vegetables, he must have not only the right business functions, business processes, organizational units, know-how assets, information assets and technology assets, but also a piece of land (natural resource deposit) on which to grow his vegetables. A business capability can also be made up of lower-level capabilities. For example, to have the capability to manufacture cars, an organization must have several lower-level capabilities, including the capability to manufacture engines and the capability to fabricate and assemble the bodywork of the cars. The consideration of a portfolio of capabilities in an enterprise in the context of the PRESENT and FUTURE contexts, with the Importing of Knowledge from the EXTERNAL context and the Implementing and Integrating of Knowledge in the INTERNAL context, establishes the link to Enterprise Architecture. In Enterprise Architecture this knowledge and planning of present-to-future evolution is diffused through the medium of models shared and used throughout the enterprise. Dynamic capabilities theory The Leonard model of a Capability is a dynamic model at the micro-level; focused on the detailed mechanisms for development and change of individual capabilities. Building on the work of Hamel and Prahalad, and others David Teece and colleagues developed a macro-level theory of Dynamic capabilities and framework for their management. In this theory a (or perhaps the) "Dynamic Capability" is defined as "the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments." Building on earlier work from